Towards a professionally managed service portfolio AN INNOVATOR

Towards a professionally managed service portfolio AN INNOVATOR LISTENING TO ITS CUSTOMERS Lonneke Walk Walter van Dijk

Accelerating change in the environment § Shift within member institutions from ICT operations to ICT coordination § ICT technology (cloud, mobility, BYO etc) progresses rapidly resulting in commoditization of services § Member institutions expect more influence on portfolio decisions § More competitors targeting our community with innovative products § Innovation grants under pressure

Standing still = moving backwards

Our challange: find the right balance

How can balance be found? Making the right choices… At the right moment… By the right stakeholders

First & foremost: keeping the good things - 1 Continue strenghtening our role as NREN Product leadership and Customer intimacy Retain enthousiastic employees Collaboration with our members and peers

Life Cycle Management Idea new service Go/ No go Po. C/Survey Go/ No go Management Businessmodel 0. 5 Businessmodel 0. 7 Service development Go/ No go Cessation Management Businessmodel 1. 0 Checklist Service Introduction Input ideas - Annual plan - Demand Pull / Tech Push - Business Development - Personal idea Go/ No go Production Checklist Yearly Quality check Roadmap Checklist Cessation

LCPM Go / No go gement a n a m y b o g o / No stage ly r a e t a ü Explicite G d e s s ervice asse s w e nt and n e t c m a e p g a n a ü Im m ns between io s s u c is d d o ü Go r product owne Idea new service Go/ No go Po. C/Survey Go/ No go Management Businessmodel 0. 5 Businessmodel 0. 7 Service development Go/ No go Cessation Management Businessmodel 1. 0 Checklist Service Introduction Input ideas - Annual plan - Demand Pull / Tech Push - Business Development - Personal idea Go/ No go Production Checklist Yearly Quality check Roadmap Checklist Cessation

Busine ss mod LCPM Idea new service els ü Add ed ü Give value new s er s ü No q idea more st vice explicit f ru ro u ü Add antative asse cture and imp m beginning itional busine ssement: stim act sscase u for fina lates discus s ncial ju stificat ions ion Go/ No go Po. C/Survey Go/ No go Management Businessmodel 0. 5 Businessmodel 0. 7 Service development Go/ No go Cessation Management Businessmodel 1. 0 Checklist Service Introduction Input ideas - Annual plan - Demand Pull / Tech Push - Business Development - Personal idea Go/ No go Production Checklist Yearly Quality check Roadmap Checklist Cessation

Business model Canvas Overview § Added value § Market opportunity § Customer need Executive Summary § What § Why § How Finances Planning Costs Business case Roadmap Staff & management Internal stakeholders Sales & Marketing § Channels § Communication Operations & resources Processes and resources needed

LCPM nt Qua nd lity a pme o l e ev her d fut ck he C y t uali Q y earl apping Y ü oadm R ü Idea new service Go/ No go Po. C/Survey Go/ No go Management Businessmodel 0. 5 Businessmodel 0. 7 Service development Go/ No go Cessation Management Businessmodel 1. 0 Checklist Service Introduction Input ideas - Annual plan - Demand Pull / Tech Push - Business Development - Personal idea Go/ No go Production Checklist Yearly Quality check Roadmap Checklist Cessation

Life Cycle - Tech Push Idea Proof of Concept BM 0. 5 §Virtual desktop §Support app eduroam §Indoor location based service §Network independent SIM §SURFconext authorization §Open. ID connect §Digital signatures §Webconferencing (Web. RTC) Service Development BM 0. 7 §Protection as a Service §Penetration testing team §Performance Enhancement Response Team (PERT) §VPN-service §Wireless as a Service (Waa. S) SURFnet Service Portfolio BM 1. 0 § SURFconext Strong authentication

LCPM – Demand Pull Checklist Service Introduction Checklist Yearly Quality check and roadmap Checklist Cessation Input ideas: 4 -6 institutions demand for service or functionaltiy Businessmodel 0. 7 Idea new service Go/ No go Management Requirements Go/ No go Management Businessmodel 1. 0 Go/ No go Service development Management nd for a m e d ilar m i s e v ons ha p created i t u t i t s in l ü 4 -6 adoptors grou at board leve t y ü Earl l commitmen lemented a p ü Form t structure im f the project o ec ü Proj inances costs f ü EAG ce a servi Production Go/ No go Management Cessation

LCPM – Demand Pull Checklist Service Introduction Checklist Yearly Quality check and roadmap Checklist Cessation Input ideas: 4 -6 institutions demand for service or functionaltiy Businessmodel 0. 7 Idea new service Go/ No go Management Requirements Go/ No go Management Businessmodel 1. 0 Service development Go/ No go Production Management ü Drafting requireme nts by EAG ü GO/NOGO on two levels: ü EAG ü SURF Go/ No go Management Cessation

Life Cycle - Demand Pull Demand EAG Project Phase 0 Requirements Delivery model & proposition Phase 1 Phase 2 §Webservices - 5 universities § Iaa. S - 6 Uni. Applied sciences § E-mail (MS Exchange) - 7 academic hospitals SURF cloud Service portfolio

SURF Service Delivery models Strong impact on functionality Alignment with SURF core competences “make” Affects primary processes Alignment with SURF core competences “buy” Financial advantages of scale remain with the sector Limited impact on functionality Further from primary processes Scale leads to right contractual conditions Community Cloud (‘make’) Connect Public Cloud (‘buy’)

SURF Service Delivery models: more detail The “buy” model Mix & Match Saa. S Paa. S Iaa. S SURF Iaa. S Datacenters SURF datacenters Peerings/Nether. Light SURF network Market The “make” model SURFdrive SURF Iaa. S SURF datacenters SURF network SURF

Life Cycle - Demand Pull – a bit more detail Demand Early Adopters Group Formal Commitment Project Team established Defining requirements Member institutes take part in steeringgroup & working groups Webservices Phase 0 Phase 1 SURF defines a matching proposition (buy, make or hybrid) Service development and/or tender Service in production Iaa. S E-mail (MS Exchange) Phase 2 Waa. S Phase 3 Phase 4

Lessons learned §Apply two different processes, depending on type of service: Tech Push and Demand Pull § Formalize processes where needed but keep in mind that “It’s not about the paperwork” § Customers are keen on predictability regarding serviceportfolio and hence are very interested in LCPM pipeline

What’s cooking?

BCG Matrix Business growth High Stars Questions Marks Cash Cows Dogs Low Market share High

SURFnet product portfolio matrix – draft! High Distinctiveness to market Very Innovative No specific demand yet Not innovative No customer demand Innovative High customer demand | value Less distinctive High customer demand | value Low Customer demand High

Conclusion §We’ll continue providing innovative services that are not generally available in the market §While focussing closely on customer demands and market & technology developments §The additional ‘demand pull’ approach is an opportunity to expand our role and become even more relevant for our member institutes

Lonneke Walk Lonneke. walk@surfnet. nl Walter van Dijk Walter. vandijk@surfnet. nl www. surfnet. nl